Business Strategies for Arts, Culture and Creative Industries

SALC60072 Business Strategies for Arts, Culture and Creative Industries 30 Semester 2 Postgraduate Taught Level 6 Abigail Gilmore Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Masters/Integrated Masters P4 ' European Credit Transfer & Accumulation System Rating : 15.0 This unit provides a comprehensive introduction to key processes, factors, tools and approaches involved in strategic and operational management of arts, cultural and creative industries organisations. Its content blends professional insight, case studies and grey material with theoretical approaches, to be delivered via blended learning through lectures, seminars, workshops and site visits. During the course, students will learn how to develop their business strategy portfolios including a pitch presentation, case study analysis, funding proposal, and business plan.   This unit provides a comprehensive introduction to key processes, factors, tools and approaches involved in strategic and operational management of arts, cultural and heritage organisations. Its content blends professional insight, case studies and grey material with theoretical approaches, to be delivered via lectures, seminars, workshops and site visits. Assessment will comprise the development of a business/project plan, case study analysis and pitch presentation.There are two credit versions of the course unit: 15 credits which has 8 weeks of course participation and assesses students’ skills and knowledge development through a portfolio including pitch presentation, case study analysis and the development of a funding proposal; 30 credits which has 12 weeks of course participation and includes the addition of a business plan within the portfolio.  <ul> <li> Introduce a range of relevant functions which support marketing, finance, business development, governance, resource development and fundraising in arts, heritage and cultural organisations.</li> <li> Provide specialist advice and insight from cultural professionals on models and approaches to arts management, project management, and business development.</li> <li> Explore the political, social and economic context and current environment for creative and cultural businesses and organisations.</li></ul>  <ul> <li> Develop a critical understanding of theoretical and practical tools and relevant skills, practices and issues relevant to business development, planning, fundraising and project management in the arts, culture and heritage sectors</li> <li> Demonstrate relevant knowledge of the context for the management and strategic development of arts and cultural organisations and be able to apply and adapt this knowledge in professional practice</li></ul> <ul> <li> Undertake self-directed learning and skills acquisition; conduct independent, critical fieldwork and develop appropriate methodological and analytical skills</li> <li> Apply skills and ideas learned in one institutional context to another, while remaining aware of the complexity of the issues</li> <li> Research, design and develop appropriate business strategies and planning processes for arts and cultural management functions (e.g.  marketing, communications, branding, budgeting, business planning, fund-raising, human resources and performance management)</li></ul> <ul> <li> Communicate complex research findings through clear written and verbal articulation, supported by appropriate technological tools</li> <li> Retrieve, select and critically evaluate information from a variety of sources, including libraries, archives and the internet</li></ul> <ul> <li> Communicate information and ideas effectively in a professional, as well as an academic environment.</li> <li> Critically evaluate personal performance through monitoring and analytical reflection.</li> <li> Demonstrate independent learning ability suitable for continuing study and professional development.</li></ul> Other Students on this course will learn about and apply project management, resource development and business planning tools and strategies relevant to the arts, culture and heritage sectors. They will learn how to critical analyse the context, markets risk and quality controls for projects and organisations in these sectors, and will devise funding applications and business strategies which demonstrate their understanding and are ready to apply in real-world arts, heritage and museum management. Week 1 - Introduction - the Business of Creative and Cultural IndustriesWeek 2 - Project planning and managementWeek 3 - Understanding risk and internal/external environmentsWeek 4 - Project PitchWeek 5 - Finance I: Fundraising, financing and writing funding applicationsWeek 6 - Finance II: Setting up a budget and managing itWeek 7 - Strategic marketing, engagement and programmingWeek 8 - Leadership and GovernanceWeek 9 - Diversity and the ArtsWeek 10 - Finance, Risk and Business Planning and HR operationsWeek 11 - Evaluating and Demonstrating Project Outcomes and Developing you Business PlanningWeek 12 - Business Planning Surgeries Weekly seminars, workshops and where possible site visits. There will also be directed reading and/or fieldwork tasks to develop your assessed work from week to week. Sessions will benefit from a range of expert practitioners who have been invited as guest speakers, and local organisations who are treated as case studies. Indicative reading is provided through the handbook with links to further resources which will also be provided via Blackboard.  0 Other 100% <figure class="table"><table border="1" cellpadding="1" cellspacing="1"><tbody><tr><td>Assessment Task</td><td>Formative or Summative</td><td>Weighting within unit</td><td>Length</td></tr><tr><td>Pitch presentation for funding application</td><td>Formative</td><td> </td><td>3-5 minutes presentation of project plan</td></tr><tr><td>Funding application, including project/programme aims and objectives, audience/market analysis, business case, budget, schedule, evaluation framework</td><td>Summative</td><td>50%</td><td>1,500 words, plus appendices</td></tr><tr><td>Business plan document, including Mission, Vision, Fundraising plan, audience development plan, governance model, organisations structure and evaluation framework</td><td>Summative</td><td>50%</td><td>3,000 words, plus appendices</td></tr></tbody></table></figure> <table border="1" cellpadding="0" cellspacing="0" style="width:662px;" width="0"> <tbody> <tr> <td style="width:322px;">Feedback method</td> <td style="width:340px;">Formative or Summative</td> </tr> <tr> <td style="width:322px;">Verbal feedback from lecturing staff and peers on pitch presentation of project idea</td> <td style="width:340px;">Formative</td> </tr> <tr> <td style="width:322px;">Written feedback on funding application proposal </td> <td style="width:340px;">Formative</td> </tr> <tr> <td style="width:322px;">Written feedback on funding application and business planning assessments</td> <td style="width:340px;">Summative</td> </tr> </tbody></table>  Y Book, L. and Phillips, D.P. eds. (2013) Creativity and Entrepeneurship: Chaning Currents in Education and Public Life, Cheltenham: Edward Elgar Publishing Limited.Byrnes, W (2009) ‘Chapter 6: Organizing and Organizational Design’ in Management and the Arts, Focal Press. Cray, D. and L. Inglis, 2011. ‘Strategic Decision Making in Arts Organizations’ , The Journal of Arts Management, Law, and Society, 41 (2): 84-102,Hagoort, G., 2005. Art Management: Entrepreneurial Style. Utrecht : Eburon.Daigle, P. and L. Rouleau, 2010. ‘Strategic Plans in Arts Organizations: A Tool of Compromise between Artistic and Managerial Values’ , International Journal of Arts Management, 12 (3): 13-30,Mullins, J. W. 2006. The New Business Road Test. What entrepreneurs and executives should do before writing a business plan. 2nd edition. London: Prentice Hall.McNicholas, B. 2004. “Arts, Culture and Business: A Relationship Transformation, a Nascent Field.” International Journal of Arts Management Vol 7 No 1.Munoz-Seca, B. and Riverola, J. 2010. When Business Meets Culture. Ideas and Experience for Mutual Profit. Basingstoke: Palgrave MacMillan.Varbanova, L. (2013) Strategic Management in the Arts, New York & London: Routledge.  Fieldwork 14 Seminars 36 0 238